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Responsible Organisation Strategy 2021-2025
A letter to the children and young people Caring for and supporting you is our great privilege; we are inspired every day by you. We want to give you the best future possible, and we want to be here for the long term to support children and families. We have a responsibility to you, for the services and support we provide today and in the future, and for the impact we have on the environment, communities, and world. We want to play our part in caring for the planet you will live on and the communities you will grow up in. We want to make your world a kinder, more equal, healthier place to live. We take that responsibility seriously, and here is how we are going to start…
Where have we come from?
Some of the key things that have happened in the world and at
The Children’s Trust that have influenced where we are today.
Year At The Children’s Trust In the world
1970- The Children’s Trust owes its existence to 1972 The UN Conference on Human
1990 the community who came to our aid when Environment first significant attempt to
we were under threat of closure. reach consensus on environmental issues.
From 1929 Tadworth Court was a country 1985 Ozone hole above
branch of Great Ormond Street Hospital, the Antarctic was discovered.
it became an important training facility
for nurses and had 106 beds until threat
of closure in 1982.
1985 with much support from the
community we became The Children’s Trust,
establishing a new rehabilitation service for
children with acquired brain injury, and a
school for children with complex education,
health, care and therapy needs.
1992 The United National Earth Summit was
held in Rio de Janeiro, establishing five
international agreements on sustainability,
climate change, biodiversity, forests and
the Rio Declaration on environment and
development. Rio highlighted the vital
co-dependence of people and environment
and arguably brought the issue of
sustainability into the forefront of
many people’s mind for the first time.
2015 The Paris Agreement is signed – an
internationally co-ordinated effort to
tackle climate change.
The UN introduced the Sustainable
Development Goals – a universal call to
action to end poverty, protect the planet and
work towards peace and prosperity by 2030.
2018 As part of our CHKS accreditation
The Children’s Trust commissioned the
British Safety Council to develop our first
environmental strategy and audit. There
was appetite for a greater commitment
so the environment became part of our
Health and Safety team’s responsibility
and an enhanced strategy was developed.
Year At The Children’s Trust In the world
2019 The Children’s Trust committed to embracing A young person speaks truth to power –
six of the UN’s Sustainable Development 16-year-old Greta Thunberg
Goals as part of our Environmental Strategy. spoke about Climate Change
to world leaders at the
Our Environmental Strategy saw us aim to: United Nations, accusing
them of wilful inaction.
Zero waste to landfill: increasing recycling
and saving natural resources The UK government declared
a climate emergency and
Reduction in carbon emissions by 10% committed to being net
Reduction in transport carbon footprint, carbon zero by 2050.
targeting a reduction on 20% in carbon
emitting staff travel In the charity sector:
Forster Communications reported that
We worked with The Carbon Trust to only three charities had publicly available
collate information on our environmental corporate social responsibility information
performance, creating a baseline and available and only 10 charities had a
undertake an energy audit. dedicated Sustainability Lead (out of the
top 100 fundraising charities in the UK).
Hope and
‘The disciplines of sustainability and
corporate responsibility have barely made
Ambition a dent in the cultures of the largest charities
in the UK’ (Matching Method to Mission,
April 2019, Forster Communications)
2020 As part of our new five year strategy ‘Hope The Coronavirus Pandemic changed the
and Ambition’ The Children’s Trust committed world, and saw lives and livelihoods lost.
to being a Responsible Organisation, looking
at the impact we have on the world. Events in the US highlighted the distance still
to be travelled in achieving equity between
The Children’s Trust signed up to the ACEVO ethnicities and resulted in the resurgence of
principles to address the diversity deficit in the Black Lives Matter movement.
leadership in the charity sector.
In response to The Coronavirus Pandemic
We appointed an EDI Officer, and set up nearly half the public, 46 per cent, believe
EDI working groups to develop a programme that pursuing a green recovery will help
of work focussing on how we can be a more boost the economy.
equitable and inclusive organisation where
diversity can thrive. Research by Edelman highlights an
international crisis in trust, with neither
We appointed a Sustainability Lead to develop NGOs, business or government widely
this Responsible Organisation Strategy. trusted by citizens.
2021 The UK Government sets course to cut carbon
emissions by 78% by 2035.
2021 who we are today
We support children for rehabilitation placements or
education and care at our national specialist centre in
Tadworth, Surrey. We also support children through
our Brain Injury Community Service.
BICS Leeds
BICS Sheffiled
600 staff working from
BICS Nottingham
Tadworth and 100 volunteers.
BICS St George
The Children’s Trust
Tadworth
In the financial year
2020/21 we spent
over £1million within
our local economy. On average our staff
travel 13 miles to 40 retail staff running 17 charity shops across
get to work. the south east, supported by 350 volunteers.
Our fleet did 67,292 miles this year taking
children out, either to hospital or home.
In the financial In the financial
year 2020/21 year 2020/21
we produced 142 we produced 405
tonnes of waste. tonnes of carbon
dioxide emissions
(Scope 1 & 2).
Hope and Ambition
Our Responsible Organisation strategy is part How we work
of our five-year organisational strategy: Hope
Building excellence
and Ambition, which is rooted in the hopes and • People and culture.
aspirations of the families we support. We are • Adding value to our communities.
• Systems and processes.
working towards a time when all children and • A responsible organisation.
young people with brain injury and neurodisability
have the opportunity to live the best life possible.
We have a vital mission to ensure the best future for children with
brain injury and neurodisability.
We also want to ensure that we run an excellent organisation,
Hope and
that goes beyond minimising its negative impact and instead
maximises positive impact. This strategy provides a holistic
Ambition
view across the impacts we have and sets out how we
plan to pursue improvement in everything we do.
Aim one
Build on our specialist knowledge to grow
our services in Tadworth and help more
children and young people.
o u r p e r fo r
su r in g ma
ea nc
M e
Our ambition
All children and young
Aim three people with brain injury and
Improve outcomes neurodisability have the
for children and opportunity to live the
Key
young people best life possible.
e nt
p
through integration
er f
em
or m
of our specialist an
v
p
ro
skills and ce im Aim two
in d s
approaches. ic a t
o r s a n d c o nt i n uou Support every child
in the UK with an
acquired brain injury.
Responsible Organisation Strategy Overview We exist in a world of great inequality, where peace and justice are a privilege, and the climate crisis threatens our life on earth as we know it. We face huge challenges as a human race, and we all have a role to play in overcoming them. Young people are inheriting these global challenges. They are some of the leading voices in the campaign for change. Organisations and businesses face increasing pressure to take action from their employees, shareholders, customers and legislation. We believe we have a responsibility to increase the positive social and environmental impact of our organisation, to help tackle local and global challenges. We think this will: 1. 2. Ensure that our organisation Uphold our reputation as an can thrive in the long term organisation, ensuring we are to give children and young trusted by the children and people with brain injury and families we support, as well neurodisability the best as our partners, suppliers, possible future. and funders. 3. 4. Influence others in our sector Help make the world a to consider these issues as better place for the children part of their responsibility. we support.
How are we going
to do this?
dership at all leve
Lea ls
To be a responsible organisation we need
Env
to make sure our practices are sustainable, ity iro
from the top of our supply chain, through un
m
nm
to our impact on our people, the
Com
ent
environment, and communities
in which we operate.
We have used social value frameworks to create an
organisational impact assessment framework, with
a 2020 baseline.
e
Et
We will take responsibility for our impact, working to
ic s
pl
o
Pe
improve it across five themes with action plans and
h
targets. We will be open and transparent in sharing
how we are doing against these targets.
In some cases further investigation is required before we
set a target, instead we will indicate a direction of travel.
“It is “We
important to do all have a
something about this responsibility for
crisis now. The Children’s improving our impact. I am
Trust is about children, and Lydia proud that The Children’s Trust
our future. It’s important that Alumni is setting out an ambitious plan
The Children’s Trust focuses on the to protect our planet, ultimately
problems that will impact the for the benefit of the
future of children, including children and families
protecting the world they we support.”
will live in.”
“Being Dalton Leong
a responsible Chief Executive
organisation is part of our
organisational strategy, Hope
and Ambition. We’ve established a
Strategy and Transformation team and
appointed a Sustainability Lead to
facilitate this work. However,
sustainability cannot be delivered by one
person or one team, it will be a
cross-organisational effort
with sustainable
practices designed into
our work.”
Ruth Wilkinson Nicola Smith
Sustainability Lead Director of Strategy
& Transformation
Approach and
management principles
Strategic principles
The following principles will be used to develop and guide
our approach, and to inform the strategy:
1. Evidence-based – our approach is based upon the best available
scientific evidence.
2. The concept of ‘value’ – In the past many economic decisions
have discount or excluded non-financial capital. However, climate
change, science-based targets and changing social expectations
demand a different approach to understanding value. We need
to take a longer-term, more rounded and inclusive view.
3. Recognised best practice – our approach is grounded in/informed by:
• The B-Corp Impact Assessment
• National TOMS
• The Cabinet Office Social Values Framework
• Social Value Engine
• The GRI (Global Reporting Initiative) standards
for sustainability disclosure and reporting.
4. Our organisational values – We will be informed
and driven by our organisational values.
5. Risk – We recognise there are risks and opportunity costs for
changing the way we work, but also risks if we do not change.
We will consider and balance these while pursuing our objectives.
6. Prioritisation – We will prioritise efforts that are most likely
to achieve significant, lasting and multiple benefits, where
we can lead and demonstrate best practice.
Mechanisms
These are the key means through which we intend to deliver
our vision for 2025.
1. Direct management – pursuing our objectives directly
where we have the resources and control to do so.
2. Extending influence – working indirectly through
collaboration and by influencing the decisions of others.
3. Collaboration – developing capacity and capability –
developing and enhancing the in-house skill base for
sustainable management across our activities.
4. Building knowledge and understanding – developing wider
knowledge and understanding of sustainability management
to provide effective practical guidance and case studies to
support better decision making.
5. Good governance – the strategy identifies where responsibility lies
for each of our key themes and the reporting mechanisms for these.
Ultimately this programme will report into the Building Excellence Board,
through to the Senior Leadership Team and then the Board of Trustees.Environment
In the course of our work at The Children’s Trust
we know we have an impact on the environment.
We want to take responsibility for that impact.
Every organisation has a part to play in achieving
the UK’s target to be net carbon zero by 2050.
The last decade was the hottest on record and by
2050 there will be more plastic than fish in the ocean.
The climate crisis is already ravaging our natural CO2e
environments, threatening lives and causing
widespread destruction. It is man-made, driven by
ever increasing Carbon Dioxide emissions and waste.
As part of our commitment to improving our impact
we have measured our carbon footprint to set a
baseline, against which we will measure change.
Scope Scope Scope
one two three
direct indirect indirect
• Gas • Electricity • Supply
• Fleet Chain
• Food &
Catering
• Medicine
• Waste
• Water
We aim to
Reduce our carbon emissions, creating a long term plan 2. When we can no longer use something we will find
to reach net carbon zero the best option for its onward life (re-use where
To do this we will look at: possible, or recycled) (KPI: disposal practices will
• our energy use and how our energy is generated prioritise re-use/recycling and we will explore options
• our vehicle fleet and whether this can be more efficient for more efficient routes of disposal by 2023).
• our waste and water use 3. When something must be disposed of, we will find the
• our supply chain emissions. best possible waste stream, whether that’s composting,
diverting into energy from waste or recycling (KPI: we
(KPI: every year we will report on our carbon footprint will have zero waste to landfill by 2030).
against our target to net zero) We need to do some
further investigation and work to be able to commit Nurture and protect our natural environment
to a year when we will reach net carbon zero, but when We will protect our 25 acres of land, ensuring wildlife
we have done this work we will publish this commitment. and ecosystems can exist in harmony with us. The children,
young people, and families we support will have access
Reduce waste by focusing on resource efficiency to green spaces to support health and wellbeing. (KPI:
and circularity we will implement a Horticulture Strategy which will see
1. Valuing efficiency when we make choices about the action plans to maintain and develop key areas such as
products we buy in high volumes or where we have tree preservation, conversation and restoration, facilitating
large expenditure. (KPI: resource efficient procurement wellbeing and supporting children and young people.
policies focussing on high volume/high expenditure KPIs will be developed as part of the Horticultural
will be in place by 2022). Strategy implementation plan).Community
We have operated in Tadworth for over 37 years and our history is intrinsically linked
to our community. The Children’s Trust owes its existence to the community support
that we have received, and we continue to hold strong relationships with the people,
organisations, and businesses around us. Community is not just about those
geographically near us, it is also about those who engage in our digital communities.
Examples of the way we work within our communities
• Hosting events and community gatherings on our
site, such as fairs, heritage days, fireworks night and
local community groups hosting their own activity.
Primarily these events help us raise the much needed
funds to keep our services running, but they also serve
to give our local community the chance to hear more
about the work we do.
• Programmes like our School’s partnership with the
local Tadworth Primary School,
• Providing volunteering opportunities for local schools,
groups and businesses.
We have a presence in the wider community across
the UK through the Brain Injury Community Service
and online Brain Injury Hub. As part of our ambition
to reach every child in the UK with a brain injury
we are about to embark on a public engagement
campaign to raise awareness of brain injury in schools
and with families.
We also have a number of charity shops in the South East, We want to be responsible in the communities in which
they not only provide local communities a way to support we operate, geographically and digitally, ensuring that
our work through purchasing donated goods, extending the we are actively engaging in and working with theses
life of clothing and other goods, but also provide valuable communities, recognising the positive we can have on
community engagement spaces that help tackle social people and places around us, and that they can have
isolation for volunteers and customers. a positive impact on us.
We aim to
We want to build on our existing work by: (KPI: we will use community engagement
• build on our existing relationships and awareness to share opportunities to work and volunteer
in the community of who we are and what we do, at The Children’s Trust)
(KPI: we will bring together all our teams who engage • where practical, support local economic growth by
with communities to understand how we reach out purchasing from local suppliers, (KPI: we will report
and what we talk about, we will create a plan to engage on how local our suppliers are, and where possible will
with communities such as councillors, Rotary Clubs, value locality as part of our procurement processes)
businesses and beyond) • explore further ways to open our facilities for the
• support local communities through work benefit of communities, businesses and residents.
and volunteering opportunities; we want (KPI: We will host events and offer opportunities for
the communities in which we operate to external groups and organisations to host events with
see us as a great place to work and volunteer, us at our Tadworth site).Ethics
At the Children’s Trust we believe that
taking responsibility for ‘how’ we do things
matters alongside ‘what’ we do. We want
to uphold ethical principles across our
organisation including in our supply chain.
We know there are injustices in the world
40 million people were in modern day slavery in 2016.
Countless more workers face human rights abuses,
unfair wages, gender inequity and unsafe working
conditions. This can all be hidden in the supply chains
of the everyday goods and services we buy.
A spotlight has recently been shone on the manufacturing
of medical commodities, including surgical instruments,
latex gloves, uniforms and surgical masks. Factories were
shown to have unsafe working conditions, pay well below
a living wage, have little or no worker rights and use labour
from children as young as seven.
The Children’s Trust spends over £2million a year with
suppliers, buying vital goods and services to deliver care,
education and rehabilitation for children with brain injury
and neurodisability. We recognise our responsibility
in ensuring our supply chain does not lead to any
human rights injustices.
The Children’s Trust also raises around £5million each
year from voluntary fundraising streams such as trusts We also recognise the role we can play in supporting our
and foundations, companies, and philanthropists. We staff to understand the impact of their pension investments.
uphold a duty to fundraise ethically and also undertake In total around £12million is currently invested in pension
due diligence about where the funds come from. We hold a funds for our employees, we will work with our pension
Corporate Social Responsibility policy and an Acceptance of provider to ensure we provide information and training
Donations policy to ensure that we accept money ethically. on responsible investment choices.
We aim to
• Ensure that our procurement policies protects (KPI: by 2022 we will have an ethical investment
human rights and fair practices: we already policy and be able report on the impact of our
hold a modern day slavery policy and we will assess investments, we will have delivered information
suppliers in relation to ethical risk. Where there is a risk and training to all staff about how to make personal
of unethical behaviour we will undertake due diligence, choices about where their pensions are invested).
following a set process, to ensure that we are not • Hold ourselves to the highest standards of
enabling unethical behaviour through our supply chain. ethical practice and transparency, (KPI: we
(KPI: by 2022 we will have reviewed our modern day will quality assure that our ethical practices are
slavery possible and updated our procurement robust, from the policies we set, to the cascade,
processes in line with best practice). education, and training on these policies, reviewing
• Base our investment decisions on long-term implementation when policies are acted on and
economic, social and environmental sustainability, embedded into practice).People
The future of The Children’s Trust is in the
hands of our people. We are a team of
641 employees and over 1,000 volunteers,
committed to supporting children with
brain injury and neurodisability.
We already do a lot of work to look after wellbeing,
rights and professional development.
But society is still facing huge challenges of injustice –
because of race, gender, religion, disability, class and
more. Many people in our society face mental health
challenges, inequity and barriers to opportunity.
As an organisation that supports those living with brain
injury and neurodisability, we understand how important
it is to actively advocate for the rights of those who are
disadvantaged by systemic inequity. We have a
responsibility to the children and families we support,
our staff and volunteers, the people who work for our
suppliers. All deserve to live lives free from discrimination
and have opportunities to thrive.
We aim to
• Provide an equitable and inclusive environment emotional and physical wellbeing. We will embed
where diversity can thrive, within The Children’s Trust wellbeing into our culture and values to create an
as a place of work and as a home for the children and environment that embraces and promotes wellbeing).
families we support. (KPIs: we will collect data about • Provide jobs offering security, rights, fair income,
the diversity of our people to better understand any personal development and progression (KPI: we
progression barriers, satisfaction, or wellbeing issues. will develop a leadership development programme
We will ensure our reporting process is clear, accessible, to facilitate personal development and progression,
and easy to engage with, to allow people to report we will review our staff handbook and continue to
discrimination safely and with confidence. We will judge our employment rights and practices against
provide training to our people to ensure they best practice and update them as required, and
understand equity, diversity and inclusion and we will develop an early career programme of
their role in upholding our values). work experience, graduate development and
• Support the wellbeing of our people, ensuring they voluntary placements to promote diversity within
can give their best and be their best (KPIs: we will our talent pipeline).
explore undertaking the Investors in People Wellbeing • Develop a generation of responsible future leaders
Accreditation, as well as Investors in Volunteers. We will (KPI: our leadership development programme will
ensure training, resources and support pathways for our support leaders in understanding what a responsible
people on wellbeing issues such as resilience, financial, organisation is and their role in this).Leadership at every level
There is power in every decision, we can shape society, and the future of our planet and
people, in every choice we make. Every single one of us can be a leader. Sustainability
and responsibility are mainstream concerns in the corporate world, but the charity
sector is falling behind. Charities are driven by their charitable mission, but also need
to consider the broader impacts, ethically, socially and environmentally, of their work.
We can all
• Commit to positive change of The Children’s Trust’s • Engage stakeholders, being transparent
social, economic and environmental impact, and accountable, (KPI: we will develop our
(KPI: we will have implemented a Responsible by stakeholder strategy work to ensure that children,
Design programme that will see a Responsible young people, and families’ views inform the
Impact Assessment completed for each new Responsible Organisation work. We will empower
project, with negative impacts mitigated or designed staff and volunteers through democratisation,
out and positive impact optimised. We will integrate engagement, empowering staff to lead agendas
Responsible Organisation into our culture and values and to talk about our Responsible Organisation
work and leadership development programme). work to anyone who asks by providing appropriate
• Understand the impact of our work across our information and resources).
beneficiaries and communities (KPI: we will • Set an example to influence others to align
develop impact reporting as an organisation, with responsible values and action (KPI: we
focussing on the impact we have on children, will use our platforms to talk about this work,
young people and families, as well as on the sharing our aims where appropriate).
wider world. We will publish these impact measures
and develop them in line with best practice).We can all take action “My role as youth workers means that I work with young “In my role, I naturally talk with many other people receiving rehabilitation, helping with personal organisations and their leaders. I will proactively and social development. During one-to-one sessions with speak about our work as a Responsible Organisation, the young people I get their views on climate change, to influence others to pursue similar goals. That way, inequity and the challenges they think we’re facing in the we are improving our own impact and encouraging world. We also discuss these issues during group activities others to improve theirs. I love a ‘win, win’.” like ‘Have Your Say’. We always try to take actions based on their opinions and what is Dalton important to them.” Chief Executive Donna Youth Worker “I’m leading the school to achieve an Eco School Silver “I am trying to reduce our family’s use of plastic. It’s an award and we have created a school eco club made up everyday thing, that you don’t even think about it, but of staff and students to undertake this. They work on it has such a big impact. It’s an easy thing to swap and different projects like potato planting, plant rubbing change, like we’ve changed our toothbrushes, plastic and gardening, all to contribute towards improving bags, straws and now face masks. We’ve got to stop and protecting our environment.” using things once and then throwing them away.” Anne Lydia Teacher Alumni “I’m always looking out for small ways we can improve What you can do our impact on the environment. Before COVID19 I was collecting crisps packets in our office for the Terracycle • If you work at The Children’s Trust then you can recycling scheme, there were about 50 of us contributing join the MS Teams group to hear more about and we ate a surprising amount of crisps between us! what’s going on and how to get involved. This saved hundreds of crisps packets going into landfill just through my simple act of collecting them We will report on our progress through the annual and getting them to a Terracycle collection report and accounts, as well as annually in a Responsible point. It doesn’t have to be hard work Organisation Strategy update. or time consuming, if we all make small changes then together we Please email: enquiries@thechildrenstrust.org.uk for can make a big impact.” more information. Thank you! Liz Fundraiser
Summary of activity
Environment Community
We will create a Carbon Emissions Footprint across all scopes We will map out the different ways we engage with
and create a map to Net Zero Carbon, including timescales. and impact the communities in which we operate.
Set up a Net Carbon Zero Working Group who will look at: We will use this map to create an action plan to
• Reducing energy use through efficient equipment improve our impact and increase engagement.
and infrastructure and behaviour change.
• Procuring renewable energy, including generating This is likely to include:
this on our Tadworth site. • engaging local communities in discussion about
• Reducing travel emissions through: developments happening on our Tadworth site
– transitioning to electric vehicles when the market • building on our existing on-site events programme
meets our needs, implementing a cycle to work to raise vital funds and give people the opportunity
scheme and supporting staff to travel less both to learn about what we’re doing
through commute and business travel. • partnerships with local organisations to advocate
• Reducing waste by looking at procurement, improving for positive change in the local communities
the efficiency of unavoidable waste by optimising • procurement policies that allow us to support
waste streams. local businesses where practical
• Implementing a Horticultural Strategy that will preserve • report annually on our impact on the local
trees, conserve and restore our natural environment. communities such as £ spent with local businesses.
• Create partnerships to offset residual
carbon emissions.
People Leadership Ethics
We will continue to develop We will embed our Responsible We will review our modern slavery policy in
our equity, diversity and Organisation thinking through: line with best practice.
inclusivity work to provide • our Leadership
an equitable and inclusive Development programme, We will develop procurement practices that
environment where diversity • our culture and values work, ensure the ethical implications of purchasing
can thrive. • our programme is factored into decision making.
management frameworks.
We will develop an early We will report annually on the
career programme that We will create an informal network Environmental, Social and Governance
promotes diversity within of interested people to share (ESG) impacts of our investment portfolio.
our talent pipeline. information within the organisation.
We will review policies in line with responsible
We will deliver our wellbeing We will develop an organisational organisation best practice.
strategy to ensure all our impact report, thinking about the
people can give their best impact we have on children, young We will build on training, education and
and be their best. people and families and our impact awareness to ensure policies are embedded
on the wider world. within the organisation.
We will create a leadership
development programme that We will seek opportunities to We will give training and information
supports leaders to develop share learning and influence for staff to make personal choices about
personally and successfully others to take on responsible the ESG impact of their pensions.
deliver our strategy. organisation values.The Children’s Trust Tadworth Court Tadworth Surrey KT20 5RU 01737 365000 enquiries@thechildrenstrust.org.uk thechildrenstrust.org.uk Charity registration number: 288018 Company registration number: 1757875 The Children’s Trust is registered with the Fundraising Regulator, accredited by CHKS with ISO 9001 certification (for organisational and clinical management systems), inspected and rated ‘Outstanding’ by CareQuality Commission and rated an ‘Outstanding Provider’ by Ofsted Care (for residential houses). The Children’s Trust School is rated a ‘Good Provider’ by Ofsted Education. TCT_1052 05/21.
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